Sustainability: The 'Embracers' Seize Advantage

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How fast are businesses adopting sustainability-driven management? New study results reveal two distinct camps: 'embracers' and 'cautious adopters.' And the practices of the embracers may be providing a snapshot of how the management future will look.

Read the full report at http://mitsmr.com/sustainability-advantage

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  • Sustainability: The 'Embracers' Seize Advantage

    1. In collaboration with RESEARCH REPORT WINTER 2011 FINDINGS FROM THE 2010 SUSTAINABILITY & INNOVATION GLOBAL EXECUTIVE STUDY AND RESEARCH PROJECT Sustainability: The ‘Embracers’ Seize Advantage SPONSORSThursday, January 12, 2012
    2. MIT SLOAN MANAGEMENT REVIEW 2010 SUSTAINABILITY & INNOVATION GLOBAL EXECUTIVE STUDY AND RESEARCH PROJECT FIGURE 1 Changes to sustainability commitment – in terms of management attention and investment – coming out of the downturn, through 2010 and into 2011. © Massachusetts Institute of Technology, 2011Thursday, January 12, 2012
    3. MIT SLOAN MANAGEMENT REVIEW 2010 SUSTAINABILITY & INNOVATION GLOBAL EXECUTIVE STUDY AND RESEARCH PROJECT FIGURE 2 Venn diagram showing the response to three survey questions. The embracers are captured in the intersection of the three circles, with 500 responses, or 24%. © Massachusetts Institute of Technology, 2011Thursday, January 12, 2012
    4. MIT SLOAN MANAGEMENT REVIEW 2010 SUSTAINABILITY & INNOVATION GLOBAL EXECUTIVE STUDY AND RESEARCH PROJECT FIGURE 3 Who is world-class in sustainability? A comparison of survey responses from 2009 and 2010. The numbers represent percentage of total responses. © Massachusetts Institute of Technology, 2011Thursday, January 12, 2012
    5. MIT SLOAN MANAGEMENT REVIEW 2010 SUSTAINABILITY & INNOVATION GLOBAL EXECUTIVE STUDY AND RESEARCH PROJECT Who is world-class in sustainability? A “word cloud” representation of the responses to our 2010 survey. © Massachusetts Institute of Technology, 2011Thursday, January 12, 2012
    6. MIT SLOAN MANAGEMENT REVIEW 2010 SUSTAINABILITY & INNOVATION GLOBAL EXECUTIVE STUDY AND RESEARCH PROJECT FIGURE 4 Respondents who consider themselves sustainability experts are almost four times more likely to have developed a business case than those who call themselves novices. © Massachusetts Institute of Technology, 2011Thursday, January 12, 2012
    7. MIT SLOAN MANAGEMENT REVIEW 2010 SUSTAINABILITY & INNOVATION GLOBAL EXECUTIVE STUDY AND RESEARCH PROJECT FIGURE 5 Sustainability "heat map" comparing industry segments on the basis of sustainability being necessary to be competitive and on the existence of a business case for it. © Massachusetts Institute of Technology, 2011Thursday, January 12, 2012
    8. MIT SLOAN MANAGEMENT REVIEW 2010 SUSTAINABILITY & INNOVATION GLOBAL EXECUTIVE STUDY AND RESEARCH PROJECT FIGURE 6 Respondents’ self-reported sustainability spending in 2010 versus 2008, plotted by regional GDP growth. © Massachusetts Institute of Technology, 2011Thursday, January 12, 2012
    9. MIT SLOAN MANAGEMENT REVIEW 2010 SUSTAINABILITY & INNOVATION GLOBAL EXECUTIVE STUDY AND RESEARCH PROJECT FIGURE 7 Embracers are three times more likely than cautious adopters to believe that sustainability decisions have been profitable. © Massachusetts Institute of Technology, 2011Thursday, January 12, 2012
    10. MIT SLOAN MANAGEMENT REVIEW 2010 SUSTAINABILITY & INNOVATION GLOBAL EXECUTIVE STUDY AND RESEARCH PROJECT FIGURE 8 Comparing embracers and cautious adopters on the basis of what they think are the top three benefits of sustainability. © Massachusetts Institute of Technology, 2011Thursday, January 12, 2012
    11. MIT SLOAN MANAGEMENT REVIEW 2010 SUSTAINABILITY & INNOVATION GLOBAL EXECUTIVE STUDY AND RESEARCH PROJECT FIGURE 9 Embracers are far more likely to consider intangibles and qualitative factors in their sustainability-related decisions. © Massachusetts Institute of Technology, 2011Thursday, January 12, 2012
    12. MIT SLOAN MANAGEMENT REVIEW 2010 SUSTAINABILITY & INNOVATION GLOBAL EXECUTIVE STUDY AND RESEARCH PROJECT FIGURE 10 Comparing embracers and cautious adopters on the basis of what considerations are included when thinking about sustainability, where 1 = "not at all" and 5 = "to a great extent." © Massachusetts Institute of Technology, 2011Thursday, January 12, 2012
    13. MIT SLOAN MANAGEMENT REVIEW 2010 SUSTAINABILITY & INNOVATION GLOBAL EXECUTIVE STUDY AND RESEARCH PROJECT FIGURE 11 Industry comparison on the role that sustainability plays in being competitive. © Massachusetts Institute of Technology, 2011Thursday, January 12, 2012
    14. MIT SLOAN MANAGEMENT REVIEW 2010 SUSTAINABILITY & INNOVATION GLOBAL EXECUTIVE STUDY AND RESEARCH PROJECT FIGURE 12 Comparing the change in sustainability commitment from 2010 to 2011 between embracers and cautious adopters © Massachusetts Institute of Technology, 2011Thursday, January 12, 2012
    15. Thursday, January 12, 2012
    16. sloanreview.mit.edu © Massachusetts Institute of Technology, 2011Thursday, January 12, 2012

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